Spotlight Awards Recipient, The Richard Rea Award for Service to the Client, 2013

National Academy of Public Accounting Professionals, Top 10 Rising Stars, 2015

Graduate of Rea’s NextGen Leadership Program, 2015

Why did the firm feel it was time to create a dedicated development director position?

Rea & Associates has always been and continues to be committed to the development of our people. The Rea Advantage, our firm’s strategic plan, consists of four primary cornerstones – people, clients, growth and firm. The first one, and arguably the most important one, is our “people” cornerstone. In creating these cornerstones, we really took the time to analyze our existing practices and refocus some of our priorities. The development director position is a direct result of this process. In creating this position, Rea is demonstrating its commitment to the ongoing professional success of our current and future employees. I hope to facilitate this continued success by streamlining the entire employee development cycle – recruiting, performance management, learning and development, and beyond.

IPA data shows that 59% of firms nationwide do not even have a written succession plan in place. How has Rea managed to overcome some of the common obstacles firms face in implementing succession plans?

Our shareholder group, and especially our CEO Don McIntosh, has made it a priority to have a written succession plan in place. Our business is centered on our people and the services our people provide to our clients. People change, they retire, they leave… we may not have a crystal ball but by having a written, up-to-date succession plan in place that addresses the need to develop and raise up the firm’s leaders, we can prepare the best we can for the future. After all, if we’re truly serious about growing and building a firm that will have a lasting impact our people, clients and community, then writing up and maintaining a succession plan must be an essential part of this strategy.

You will continue to serve clients as a CPA. How does being a practitioner help you in your new responsibilities developing leaders within the firm?

Continuing to service our clients and work directly with our teams gives me a unique perspective – one that will allow me to address some of the real challenges our practitioners face in the field every day. For our employee development program to work, our programs and initiatives must align with what is really happening in the field. What challenges are our clients facing and how can we best provide our team with the knowledge and skills they need to address those challenges? By providing our team with access to relevant resources and opportunities, they become more valuable to their clients and to the firm as a whole. As a practitioner, I will continue to see first-hand what those challenges are while gauging environmental changes and educational trends.

Talent wars are a reality for accounting firms today. How has Rea positioned itself not only to recruit top talent but to keep them happy and rewarded at the firm?

We’ve really tried to focus on the entire employee experience – from recruitment to retirement. Our internship program is a great example of this holistic approach. An internship at a CPA firm probably conjures up images of never-ending 1040 work. Not at Rea – we want them to be introduced to different elements of the industry. Then, when an employee joins the firm, they have opportunities to pursue practices or specialty services that truly excite them. I am committed to providing our team with the tools they need to be successful. In my experience, leadership and professional development programs coupled with self-accountability is truly the key to recruiting and retaining top talent.

Final thoughts?

Being able to align what I love and where I believe I have the most impact is extremely fulfilling. I’m thankful the firm has been willing to invest in this position and I am proud to have been entrusted with this vital responsibility.